In this two-part article, we will discuss essential machinery selling skills. Part 1 focuses on the skill set required to participate in a large percentage of the deals or potential sales in a machinery sales territory. Part 2 examines the skill set needed to close those deals in which you participate.
Deal visibility rate is the percentage of deals you see that go down in your territory. The basic principle is that the earlier you can identify and participate in a deal, the greater your opportunity to establish a strong sales position. The earlier you are in on a deal, the more opportunity you have to build relationships with all purchase influencers and decision-makers, identify purchase criteria, uncover fears and concerns, establish credibility, demonstrate how your products will solve problems, reduce operating costs, and help the customer make more money.
If you arrive late, you will most likely not have the opportunity to take any of these actions. If the sales rep arrives late on the deal, many resort to price as their only available sales tool, a very, often unprofitable, weak position.
PERSONAL SELLING SKILLS TO IMPROVE DEAL VISIBILITY
1. Market Segmentation and Analysis
Industrial capital equipment marketing is a lot simpler than consumer marketing. In the Industrial space, it is relatively easy to identify all potential customer market segments or vocations in a territory with an application for your equipment.
One market assessment tool used to determine the most attractive segments is the Customer Segment Portfolio.This two-dimensional chart illustrates Segment Attractiveness vs. Strength of Dealer Position in each market segment.
One axis on your chart is the Segment Attractivenessscore. The other is the Strength of Dealer Position score.
Score each of these criteria 1-10 based on favorability to your position:
Segment Attractiveness Criteria include overall market size, need for your products, level of competition, market penetration potential, and strategic value of that segment.
Strength of Dealer Position Criteria includes current market share, experience with this type of customer, product support reputation, level of fit between industry application and your products, and your dealer reputation for reliability and dependability in this segment.
On the chart, “RC” or Residential Construction scored a 43 on Segment Attractiveness and 42 on the strength of Dealer Position. This means that the dealership is very strong in a very attractive industry,
“DC,” or Demolition, scored 16 on Attractiveness and only a 12 on Strength of Dealer Position.
Your priority market segments are those with the highest combined scores for Segment Attractiveness vs. Strength of Dealer Position. You want to focus your initial sales efforts on customers in the most attractive markets in which your dealership has a strong position. If you determine where to focus your initial business development efforts best first, you will definitely increase your odds of long-term success.
Territory prospecting time is very valuable, so to get started, focus on the highest-probability customer types.
For a more detailed explanation of how to develop a Customer Segment Portfolio, see myAchieving Excellence in Dealer/Distributor Performance text, Chapter 20.
2. Territory Account Identification, Organization and Classification
Once priority market segments have been identified, develop a list of every account in those most attractive segments. Build mini account profiles: number of units, make and type, key contacts, phone numbers, and contact emails. Do five per day, every week.
At this point, it is essential to note that 90% of machinery dealer unit sales are to existing parts and service customers who perceive their dealer as their preferred vendor.These accounts purchase parts and service support every 6 – 8 weeks.
Determine the A/B/C/D/E contact priority for current dealer accounts based on unit size. A/B accounts merit personal visits, regular dealer email promotions, personal mailings, and telephone calls, while field product support personnel can handle C/D/E.
For additional help on A/B Account Growth Strategy, see SteveRoss’s groundbreaking article in Chapter 12 of my Successful Key Account Management text. Mytext is now available on our website:Successful Key Account Management.
3. Prospecting and Market Assessment
In a recent Successful Selling Skills Workshop, I asked the participating machinery sales reps to estimate what percentage of their time each month was spent in four activities:
- Sales Investment Timeis time spent organizing yourself and your territory, resolving non-selling problems, andstaying current on product applications and financial package information.
- Prospecting TimeTime spent identifying new leads.
- Direct Selling TimeTime is spent developing and closing a deal once a prospect has been identified.
- Other TimeTime includes all activities that can keep you busy during the normal work day but have nothing to do with finding, selling, or keeping customers.
Everyone in the class was shocked to see the average monthly results for class participants. No one expected their “other” dead time to be so large:
Sales Investment Time 11 hrs 6%
Prospecting Time 8 hrs 4%
Direct Selling Time 52 hrs 27%
Other Time (wasted, non-productive) 123 hrs 63%
Month Work Total 194 hrs 100%
If you don’t plan specific prospecting and market assessment time each week, it won’t happen! Without a weekly call plan, you can waste as much as 63% or more of your efforts.
Do you know your Time Value per Hour? Divide your Annual Sales Objective by 2,300 hours/year. If your Sales Target is $1.8 million, your time is worth $783.00 per hour. Spend it wisely.
Ask me to send you our complimentary “Time and Territory Management Worksheet.”Walt@McDonaldGroupInc.com.
4. Territory Development Follow-up and Control
This means successful implementation of your territory development plan. It requires great focus and discipline. It would be best if you pursued emerging sales opportunities to be there at the right time to establish a meaningful relationship with each influencer. A properly utilized CRM system can greatly assist in pursuing timely contact follow-up activities
DEALER TECH SUPPORT STRENGTHS TO IMPROVE SALES
1. Website Visitor Identification
More than 90-95% of machinery customers will investigate a potential dealer’s website for product information before contacting a supplier. This is the exact time to capture “active interest” leads.
2. Regular Cadence of Dealer Email Promotions.
Research has demonstrated that dealer sales reps become 3 – 5 times more effective by means of the dealership conducting email promotions and capturing website activity for “active interest” leads. The customer number growth rate is 49% higher, and the dealer revenue growth rate is 123% higher for machinery dealers
3. Weekly Customer Satisfaction Mini-Surveys
Just by the dealership calling a few service repair order customers every week yields great benefits. Was the work done satisfactorily? Was the job completed on time? Were our people friendly and knowledgeable? Machinery dealers who conduct weekly or monthly surveys see customer number growth by 49% higher and dealer revenue growth rate is 123% more than similar dealers who do not monitor customer satisfaction levels.
If you need assistance setting up these Dealer Tech Support Programs, contact Debbie Frakes at WinsbyInc.com, dfrakes@winsbyinc.com, or 312 401-8651. Deal visibility skills combined with dealer tech support strengths enable you to pursue the big deals despite the challenges of managing a large geographic responsibility. The objective is to “see” as many deals as possible early enough so you can achieve a profitable transaction. The stronger your deal visibility skills, the higher your participation rate. Part 2 of this series will examine how to improve Dealer Closure Rate. Stay tuned! Don’t hesitate to contact me if you want to discuss any aspect of this article: walt@mcdonaldgroupinc.com.
About the Author:
The McDonald Group helps our clients identify their crucial performance issues and work with them to determine if there is an appropriate training solution. A unique capability of The McDonald Group, Inc. is our ability to structure training effectiveness measurements within the curriculum design to help ensure clients optimize the return on their training investment. We offer our flagship workshop, The Master’s Program in Dealer Management, to assist your leadership team in formally assessing your current sales and operations in each Revenue Center. Then, we build a powerful and realistic 2025 strategy to improve profitability, market share, cash flow, customer service, and retention.
